Bad to great: The path to scaling up excellence. Leaders who aim to boost organizational performance often start with efforts to kindle good behavior, however they define it. Yet case studies and rigorous academic research show that if you want to create and spread excellence, eliminating the negative is the first order of business. Destructive behavior—selfishness, nastiness, fear, laziness, dishonesty—packs a far bigger wallop than constructive behavior. Organizational researcher Andrew Miner and colleagues, for example, measured the moods of 41 employees at random intervals throughout the workday. The researchers discovered that negative interactions with bosses and coworkers had five times more impact on employees’ moods than positive interactions.
This “bad is stronger than good” effect holds in nearly every other setting studied, from romantic relationships to group effectiveness. Video Scaling up excellence: An interview with Bob Sutton Sutton discusses companies that have scaled up excellence and explains their success. 1. 2. 3.
6 Habits of True Strategic Thinkers. In the beginning, there was just you and your partners. You did every job. You coded, you met with investors, you emptied the trash and phoned in the midnight pizza. Now you have others to do all that and it's time for you to "be strategic. " Whatever that means. If you find yourself resisting "being strategic," because it sounds like a fast track to irrelevance, or vaguely like an excuse to slack off, you're not alone. Every leader's temptation is to deal with what's directly in front, because it always seems more urgent and concrete.
This is a tough job, make no mistake. After two decades of advising organizations large and small, my colleagues and I have formed a clear idea of what's required of you in this role. Anticipate Most of the focus at most companies is on what’s directly ahead. Look for game-changing information at the periphery of your industrySearch beyond the current boundaries of your businessBuild wide external networks to help you scan the horizon better Think Critically.
Steve Jobs and The Bobby Knight School of Leadership - David Aaker. Leadership. Theories[edit] Early western history[edit] The trait theory was explored at length in a number of works in the 19th century. Most notable are the writings of Thomas Carlyle and Francis Galton, whose works have prompted decades of research.[4] In Heroes and Hero Worship (1841), Carlyle identified the talents, skills, and physical characteristics of men who rose to power.
In Galton's Hereditary Genius (1869), he examined leadership qualities in the families of powerful men. After showing that the numbers of eminent relatives dropped off when moving from first degree to second degree relatives, Galton concluded that leadership was inherited. In other words, leaders were born, not developed. Both of these notable works lent great initial support for the notion that leadership is rooted in characteristics of the leader. Rise of alternative theories[edit] Reemergence of trait theory[edit] Specifically, Zaccaro (2007)[16] noted that trait theories still: Attribute pattern approach[edit] B.F. Implementing Strategies in Extreme Negotiations. Download the PDF of this Idea in Practice. In November 2010, Jeff Weiss and Jonathan Hughes, along with Major Aram Donigian, published an article in HBR called "Extreme Negotiations.
" It described the temptations we all face when negotiating under duress—for example, acting too quickly or relying too much on coercion—and suggested that the principles of effective negotiation become even more important when the stakes are high and the pressure is on. The authors used examples from military negotiations in Iraq and Afghanistan to illustrate those principles. We followed up with Weiss and Hughes to understand more about how readers could apply these negotiating principles to their own situations. HBR: In a business context, what do you define as an "extreme" negotiation?
Weiss and Hughes: It's when the stakes and risks are especially high. Remind us of what the principles are. Do these strategies need to be reciprocated to be effective? W & H: No, although that is a very common concern.
Delivering an Effective Performance Review - Rebecca Knight - Best Practices. Self Managing Teams. Global Team Leaders Must Deliberately Create "Moments" - Tsedal Neeley. Excellence Now by Tom Peters. Saving An Iconic Brand: Five Ways Alan Mulally Changed Ford’s Culture. Alan Mulally is credited with saving Ford Motor Company--and doing it without the taxpayer’s money. But what he really did was save Ford from itself.
In the American automobile industry, Ford was notorious for its caustic corporate culture. Executives put their own advancement and the success of their own departments ahead of the bottom line. The company was divided into warring fiefdoms. Different sets of data were used to make different points to different constituencies. And the automaker consistently bet big on homerun products only to let them languish after their initial success. Applying the same methods he had used to save Boeing after the terrorist attacks of September 11, 2001 annihilated its order book, Mulally transformed this short-sighted, cutthroat, careerist culture into a model of collaboration and efficiency. Forcing everyone to “join the team” Before Mulally arrived in Dearborn, Ford meetings were arenas of mortal combat.
Insisting on a rigorous reliance on the facts.